Daily report — JV

Estimate appointments from the online booking system — the step before an estimate exists, and the first place a customer can fall out of the process.

Coming up

Appointments booked in the next fortnight, with the estimate number if we already hold one for that car.

No estimate written

Customers who booked, turned up, and have no estimate for that registration within 90 days either side. These are the leak: somebody took a slot and left without a quote.

Attended / Quoted / Rate

Attended appointments and how many produced an estimate. Cancellations are counted separately — a cancellation is a different problem and averaging the two hides both.

Ring the red rows. Anything under a fortnight old is still a live customer who came in, showed somebody their car, and never received a quote — they have not decided against us, they are waiting.

Two things this data settled that were previously guesswork. Nearly half of customers are quoted BEFORE they book (44% have an estimate written 2–30 days before the appointment, 48% on the day), so the process genuinely runs in both directions and any measure that assumes booking-then-quote scores a healthy path as a failure. And the registration typed at booking matches an iBodyShop estimate 95% of the time, which is what makes any of this joinable at all.

Every car on site now, costed as it goes. Hours clocked against hours sold, while the car is still in the building — which is the only point at which a supplementary can still be raised or the scope questioned.

State

OVER has already used more hours than it sold. At risk is past 80% and still being worked. No sold time means the labour was never authorised — that is an office call, not a workshop one.

Sold / Used / %

Hours the estimate sold, hours clocked so far, and the share consumed. The bar fills to 150%.

Over $

The excess hours priced at what that trade bills, blended on this job's own paint and panel split. Not the estimate's own rate: one job carries 0.01 sold hours against $255 of labour, which implies $25,470 an hour and was three quarters of the total before this was fixed.

Days / Last worked

Time on site, and the last day anyone clocked to it. A job that is over AND has not been touched for a week is usually waiting on something nobody has chased.

This is the panel that changes the outcome. Everything else here reports what already happened; by the time a job appears in Jobs losing labour money the car has gone and the money is written off. Work the red rows the same day: if the extra work is genuine it needs a supplementary while the damage is still visible and the car is still on the hoist, and if it is not genuine somebody needs to know why the job is running long before another twenty hours go into it.

This shop's actuals against budget. PPG suggested is PPG's proposed 2026-27 budget — a vendor suggestion for reference, not an adopted target, so it never flags a shop red. Your budget is the number we act on once it is set; status only lights up where a budget has been adopted.

Now

The shop's current actual for the measure.

Your budget

Blair's adopted budget. Blank until set — and only this drives red/green, because a suggestion is not a commitment.

PPG suggested

PPG's proposed figure from the 2026-27 plan. Reference only, shown in grey so nobody reads a vendor proposal as a pass/fail.

Charge rate vs PPG rate

Manager view only, basis-under-review: billed rate and PPG's rate are measured differently, so the raw gap overstates the problem. Do not read it as staff under-charging.

The path to profit is the cost lines, not the door rate. Paint liquid cost, parts margin and non-chargeable wages are where the core-labour loss lives. Set a budget on these and this panel will track it; until then PPG's suggestion is a starting point to argue with, not a scoreboard.

Work the customer has approved and nobody has put a date on. This is the most valuable list here: revenue already won, sitting unscheduled.

Shop / Job / Rego / Vehicle / Debtor

Which car, which job number and who is paying.

Written / Days

When the estimate was written and how long it has waited. Amber past a fortnight, red past a month.

Value

Estimate total including GST.

Ring these in age order. An authorisation that has sat a month is the one where the customer quietly goes elsewhere, and you will never see it as a lost job — it just stays on this list until someone deletes it.

Estimates that cannot become jobs yet. Two different problems in one list: To Be Written is ours to finish, Awaiting Assessor/Authority is sitting with someone else.

Shop / Job / Rego / Vehicle / Debtor

Which car, which job number and who is paying.

Status

Which of the two it is — that decides who chases it.

Written / Days

Age of the estimate. Amber past a fortnight.

Value

Estimate total including GST.

Split the list before working it. Everything marked To Be Written is a job the shop has not finished quoting, and no amount of chasing an assessor will move it. Do those first: they are entirely within our control.

Every car on site now: arrived, not picked up, not invoiced. This is cycle time as it happens rather than after the fact.

Shop / Job / Rego / Vehicle / Debtor

Which car, which job number and who is paying.

Arrived / Days on site

Amber past 10 days, red past three weeks.

Started

When work actually began. Not started in red is the one to look at — the car is taking up a bay and producing nothing.

Value

Estimate total including GST.

Work the red 'not started' rows first. A car that arrived and has not been touched is either waiting on parts, waiting on a decision, or was booked in before the shop had room. All three are scheduling problems and all three are fixable this week. Derived from the arrival and pickup timestamps, not the in_workshop flag, which iBodyShop never populates.

The load coming at each shop. Read it against the booth capacity on the group dashboard before promising anyone a date.

Shop / Job / Rego / Vehicle / Debtor

Which car, which job number and who is paying.

Due / Days away

The booked arrival date.

Value

Estimate total including GST.

Order the parts against this list, not against arrival. Parts arriving after the car is the single most common reason a job sits in the workshop untouched, and this list is ten days of warning.

Cars finished and not collected. They occupy space, carry risk while they sit here, and usually are not invoiced yet either.

Shop / Job / Rego / Vehicle / Debtor

Which car, which job number and who is paying.

Completed / Days waiting

Amber past three days, red past ten.

Value

Estimate total including GST.

These are usually a phone call, not a workshop problem. Either the customer has not been told the car is ready, or the excess has not been paid. Both are office jobs and both are quick.

Work finished and not yet billed. Straight cash flow — the cost has been paid, the revenue has not arrived.

Shop / Job / Rego / Vehicle / Debtor

Which car, which job number and who is paying.

Completed / Days

Amber past a week, red past three weeks.

Value

Estimate total including GST.

Anything past three weeks needs a reason, not a reminder. A job that has been complete for a month and unbilled usually has something stuck behind it — an unagreed supplementary, a missing authorisation, a dispute. Find the blocker rather than re-sending the invoice.

Rework and break jobs. Caught two ways because the shops record them two ways — the rework flag, and a debtor named “<shop> - Rework / Break ONLY”. Either alone misses a chunk.

Shop / Job / Rego / Vehicle / Debtor

Which car, which job number and who is paying.

Raised / Days

When it was raised and how long it has been open.

State

Whether it has been invoiced and closed.

Value

Estimate total including GST.

Close the open ones first, then count them. An open rework distorts every other list: the car may still be on site, the hours are being clocked somewhere, and the original job cannot be properly costed until it is settled. Once they are closed, the count itself is the quality measure worth tracking month to month.

What went out the door, at three grains. Counted on the primary invoice date, the same field the shop dashboards use, so the two always agree.

Period

Day, week commencing, or month.

Shop columns

Invoiced value at each site.

Jobs

Cars invoiced in that period.

Total

All shops together.

Read the weekly table, not the daily one. Daily invoicing is mostly an artefact of when someone got to the paperwork — a quiet Monday followed by a big Tuesday is one person catching up, not a change in the business. The weekly line is where a real trend shows.

What each estimator wrote in the last 30 days, split the way the roundtable splits it.

Jobs

Estimates written.

Hours

Labour hours estimated.

R&R / Repair / Paint / Mech

Labour split by discipline, straight from iBodyShop's own figures. The four add up to Labour exactly, which is the check that this is a real split rather than something we apportioned.

Paint % lab

Paint's share of the labour written. The estimating-side mirror of the paint metrics on the benchmark tab — if paint is being under-written here, the paint shop cannot recover it later.

Labour / Parts / Sublet / Misc

The estimate's top-level split.

Total

Value written.

Avg job

Average value per estimate.

Average job size is the number to watch, not the total. Total value mostly reflects how many jobs someone was handed. A consistently low average against the same work mix usually means operations are being missed at estimate stage — and every one of those becomes unpaid labour later, which is exactly what the Jobs losing labour money panel picks up.